Remerciez-le!

Remerciez @Admin pour avoir partagé cet document gratuitement, de la manière la plus simple, en partageant sur les réseaux sociaux.

N21/3/BUSMT/HP1/ENG/TZ0/XX/M 12 pages Markscheme November 2021 Business managem

N21/3/BUSMT/HP1/ENG/TZ0/XX/M 12 pages Markscheme November 2021 Business management Higher level Paper 1 – 2 – N21/3/BUSMT/HP1/ENG/TZ0/XX/M © International Baccalaureate Organization 2021 All rights reserved. No part of this product may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval systems, without the prior written permission from the IB. Additionally, the license tied with this product prohibits use of any selected files or extracts from this product. Use by third parties, including but not limited to publishers, private teachers, tutoring or study services, preparatory schools, vendors operating curriculum mapping services or teacher resource digital platforms and app developers, whether fee-covered or not, is prohibited and is a criminal offense. More information on how to request written permission in the form of a license can be obtained from https://ibo.org/become-an-ib-school/ib-publishing/licensing/applying-for-a- license/. © Organisation du Baccalauréat International 2021 Tous droits réservés. Aucune partie de ce produit ne peut être reproduite sous quelque forme ni par quelque moyen que ce soit, électronique ou mécanique, y compris des systèmes de stockage et de récupération d’informations, sans l’autorisation écrite préalable de l’IB. De plus, la licence associée à ce produit interdit toute utilisation de tout fichier ou extrait sélectionné dans ce produit. L’utilisation par des tiers, y compris, sans toutefois s’y limiter, des éditeurs, des professeurs particuliers, des services de tutorat ou d’aide aux études, des établissements de préparation à l’enseignement supérieur, des fournisseurs de services de planification des programmes d’études, des gestionnaires de plateformes pédagogiques en ligne, et des développeurs d’applications, moyennant paiement ou non, est interdite et constitue une infraction pénale. Pour plus d’informations sur la procédure à suivre pour obtenir une autorisation écrite sous la forme d’une licence, rendez-vous à l’adresse https://ibo.org/become-an-ib-school/ ib-publishing/licensing/applying-for-a-license/. © Organización del Bachillerato Internacional, 2021 Todos los derechos reservados. No se podrá reproducir ninguna parte de este producto de ninguna forma ni por ningún medio electrónico o mecánico, incluidos los sistemas de almacenamiento y recuperación de información, sin la previa autorización por escrito del IB. Además, la licencia vinculada a este producto prohíbe el uso de todo archivo o fragmento seleccionado de este producto. El uso por parte de terceros —lo que incluye, a título enunciativo, editoriales, profesores particulares, servicios de apoyo académico o ayuda para el estudio, colegios preparatorios, desarrolladores de aplicaciones y entidades que presten servicios de planificación curricular u ofrezcan recursos para docentes mediante plataformas digitales—, ya sea incluido en tasas o no, está prohibido y constituye un delito. En este enlace encontrará más información sobre cómo solicitar una autorización por escrito en forma de licencia: https://ibo.org/become-an-ib-school/ib-publishing/licensing/ applying-for-a-license/. – 3 – N21/3/BUSMT/HP1/ENG/TZ0/XX/M The markbands and assessment criteria on pages 3–4 should be used where indicated in the markscheme. Section A Level descriptor Q1 (b) Q2 (b) Q3 (b) Marks 0 The work does not reach a standard described by the descriptors below. 1–2  Little knowledge and understanding of relevant issues and business management tools (where applicable), techniques and theories.  Little use of business management terminology.  Little reference to the stimulus material. 3–4  A description or partial analysis of some relevant issues with some use of business management tools (where applicable), techniques and theories.  Some use of appropriate terminology.  Some reference to the stimulus material that goes beyond the name of a person(s) and/or the name of the organization.  At the lower end of the markband, responses are mainly theoretical. 5–6  An analysis of the relevant issues with good use of business management tools (where applicable), techniques and theories.  Use of appropriate terminology throughout the response.  Effective use of the stimulus material. – 4 – N21/3/BUSMT/HP1/ENG/TZ0/XX/M Section B Q4 (d) Level descriptor Marks 0 The work does not reach a standard described by the descriptors below. 1–2  Little understanding of the demands of the question.  Few business management tools (where applicable), techniques and theory are explained or applied and business management terminology is lacking.  Little reference to the stimulus material. 3–4  Some understanding of the demands of the question.  Some relevant business management tools (where applicable), techniques and theories are explained or applied, and some appropriate terminology is used.  Some reference to the stimulus material but often not going beyond the name of a person(s) and/or the name of the organization. 5–6  Understanding of most of the demands of the question.  Relevant business management tools (where applicable), techniques and theories are explained and applied, and appropriate terminology is used most of the time.  Some reference to the stimulus material that goes beyond the name of a person(s) and/or the name of the organization.  Some evidence of a balanced response.  Some judgments are relevant but not substantiated. 7–8  Good understanding of the demands of the question.  Relevant business management tools (where applicable), techniques and theories are explained and applied well, and appropriate terminology is used.  Good reference to the stimulus material.  Good evidence of a balanced response.  The judgments are relevant but not always well substantiated. 9–10  Good understanding of the demands of the question, including implications, where relevant.  Relevant business management tools (where applicable), techniques and theories are explained clearly and applied purposefully, and appropriate terminology is used throughout the response.  Effective use of the stimulus material in a way that significantly strengthens the response.  Evidence of balance is consistent throughout the response.  The judgments are relevant and well substantiated. – 5 – N21/3/BUSMT/HP1/ENG/TZ0/XX/M Section A 1. (a) With reference to MM, describe two features of a merger (lines 20–22). [4] Answers could include:  Two or more businesses join together (Chilmin and MM in this case)  The result is another single business, in this case retaining the name Megamin Mining  The Directors made up of people from both businesses (in this case the two great grandchildren and three Chilean shareholders and two workers’ representatives  Generally mergers are friendly (in this case it was by agreement)  This type of expansion occurs when two businesses become integrated by joining together and forming a bigger combined business. The owners of two businesses agree to join their firms together to make one business  They can take advantage of synergies. Accept any other reasonable description. Award [1] for each feature up to a total of [2]. Award [1] for putting the feature into context up to a total of [2]. (b) Explain the strategies used by MM to achieve sustainability. [6] Sustainability has three dimensions: environmental (ecological) sustainability, social sustainability and economic sustainability. Environmental sustainability Most of MM’s strategies are concerned with environmental sustainability and include:  Carbon offsetting  Supporting research to reduce use of harmful emissions  Reviewing MM’s own practices to get more energy efficient production methods  Improved targets  New environmental policies  Switching to lithium for electric cars Social sustainability  “MM is reducing its operations in Alberta in response to Canadian concerns about the impact of the industry on First Nations (indigenous) peoples” (lines 60-61)  Fairness of working conditions and other employment practices in different countries (incl. safety and pay issues in Egypt): no clear strategy in place, however “MM ’s board is concerned” Economic sustainability  To achieve economic sustainability, MM diversified a lot over the years (e.g. when they invested and expanded into property esp. the hotel division)  Regarding the current problems with the hotel division (which does not seem economically sustainable) MM is “conducting primary market research to help identify methods to increase hotel bookings” (line 81). – 6 – N21/3/BUSMT/HP1/ENG/TZ0/XX/M  Regarding the Egyptian mine (which is operating at a loss, which is not economically sustainable) MM does not have any strategy in place yet, but “is exploring ways in which it could reduce its costs” (line 107). Accept any other reasonable point about MM’s sustainability strategies. Explanation/analysis should come from discussing these in relation to the situation that MM is in. Marks should be awarded according to the mark bands on page 3. Award maximum 2 marks for only explaining one strategy. Award maximum 3 marks for a theoretical answer or an answer that describes two (or more) strategies without explaining them. Award maximum 5 marks if the explanation of two strategies or more is mainly descriptive but in context. – 7 – N21/3/BUSMT/HP1/ENG/TZ0/XX/M 2. (a) Describe one advantage and one disadvantage for MM of decentralization (lines 44–45). [4] Decentralization: Some decision making is delegated to lower level managers – in this case to subsidiary businesses Advantages  Decision making delegated to the mines (operations, wages, contracts) and hotels (prices and menus)  Not all decisions will be decentralized (in this case strategic decisions remain with the Board).  Better focus on core activities  Better understanding of local issues (hotels are in Europe which might face completely different problems from mines in Africa). Disadvantages  Decision-making is not necessarily strategic as hotel managers and managers at mines are not part of higher- level uploads/Industriel/business-management-paper-1-hl-markscheme.pdf